Archive for May, 2008

Richard Florida
by Richard Florida
Fri May 9th 2008 at 10:57am UTC

Rent Crisis

Friday, May 9th, 2008

According to this new study by the Harvard’s Center for Housing Studies, the US housing crisis and mortgage market meltdown is having serious impact on rental housing as well (pointer via Planetizen).

The
current mortgage turmoil reaches deep into rental markets.  New
research on rental housing market dynamics from Harvard University’s
Joint Center for Housing Studies finds that the current housing debacle
not only adds to the number of households competing for low-cost
rentals but also threatens renters living in foreclosed properties with
sudden eviction.

Richard Florida
by Richard Florida
Fri May 9th 2008 at 10:46am UTC

Why Do So Few Women Work in New York… ?

Friday, May 9th, 2008

That’s the title of an intriguing new study by my former Carnegie Mellon colleague, Lowell Taylor along with Dan Black and Natalia Kolesnikova (h/t: Allison Kemper). (Black and Taylor collaborated with Gary Gates on the “gay index” studies.) They find “an extremely large variation in female labor supply across metropolitan areas in the United States.” Looking at employment trends of married, white, non-Hispanic women ages 25-55 with a high school level education, they show that more than three-quarters (79 percent) of such women are employed in Minneapolis versus less than half (49 percent) in New York.  And they find a major reason to be the cost of commuting.

Tyler Cowen counters that amenities and density would seem to matter:

“With all due respect to The Walker Art
Center
, if I wanted to be a kept woman I would not start my quest in
Minneapolis.  High density, as you find in Manhattan, means lots of fun things
to do in your copious free time as a kept woman and also a higher degree of
income inequality and thus the hope of snaring a rich man.  There’s a reason why
they didn’t set Sex in the City in Paramus and most of the women there
will be working even when the traffic gets worse.”

The authors clearly know a lot about amenities and density. Amenities were at the center of their story about why gay men live in San Francisco. It was a over discussion of amenities and cities afterall that Gates and I met and decided to collaborate. And Kolesnikova took my PhD seminar on said while a doctoral student at CMU.

Seems to me that Columbia University’s Lena Edlund’s work may also bear here. Edlund, puzzling over the consistent pattern where single women outnumber single me in large cities world-wide, suggests a main reason may be that men essentially have to “pay” women more for marriage in these locations – the costs of having and raising kids.  The study does look at the effects of highly educated power couples and concludes that such arguments don’t really help explain labor force participation of married women varies so widely by location.

The extent of the divergence is indeed very interesting, and also consistent with the general sorting of the population on economic and demographic as well as psychological dimensions.

Your thoughts?

Richard Florida
by Richard Florida
Thu May 8th 2008 at 8:04am UTC

Lagging Infrastructure

Thursday, May 8th, 2008

John Gapper in the Financial Times (pointer from Mark Thoma):

If anyone doubts the problems of US infrastructure, I suggest he or she take a
flight to John F. Kennedy airport (braving the landing delay), ride a taxi on
the pot-holed and congested Brooklyn-Queens Expressway and try to make a mobile
phone call en route.

That should settle it, particularly for those who have experienced smooth
flights, train rides and road travel, and speedy communications networks in,
say, Beijing, Paris or Abu Dhabi recently. The gulf in public and private
infrastructure is, to put it mildly, alarming for US competitiveness.

You might have expected that investing in US infrastructure would be a hot
political topic this year. Well, no. Hillary Clinton spent the final week of her
Indiana campaign standing on the back of a pick-up truck arguing for a temporary
suspension of the “gas tax”, the fuel duty that pays for highways. … Mrs
Clinton suggested cutting its source of funds (which she claimed could be made
up by a tax on oil companies). It was more important to give Americans a summer
break from $4-per-gallon petrol.

At times I wonder whether the world’s biggest economy has the will to solve
its challenges or will end up wandering self-indulgently into the minor economic
leagues. I expect it will get serious when the crisis is too blatant to
ignore…

I could not agree more: having just taken that JFK drive – two and and half traffic jammed hours and almost missed flight And then what about the inside of Kennedy Airport -the security line wrapped around the entire first floor;  not a seat to be had near our gate – people lined up everywhere like cattle.

The US infrastructure problem is a huge drain on competitiveness. In Washington, D.C., our electric power would go out every single thunderstorm; we were ready to buy a generator, except our neighborhood had no natural gas running it. I mention this in Toronto, and my colleagues just look at me with astonishment.

Compounding this is the sprawled out spatial structure of US suburbia, and the lack of adequate rail transport in many places.  Rising fuel costs will hit hard at many working families; and rising time costs of commuting is a huge drain on productivity. US infrastructure and suburbia, which provided so many advantages in the age of fordist industry, now look to be looming competitiveness issues.

Richard Florida
by Richard Florida
Thu May 8th 2008 at 7:01am UTC

On Jane Jacobs

Thursday, May 8th, 2008

Here’s my column from this weekend’s Globe and Mail.

When Jane Jacobs died two years ago, she was working on two books. One was to be called A Short Biography of the Human Race and was going to refine the ideas she had begun to develop in her short, fierce book of warning essays, Dark Age Ahead.
I was very much looking forward to what she had to say about a possible
future that she viewed with more hope and optimism than her last
published work would lead people to believe.

Her other project was equally ambitious. Uncovering the New Economics
was to be an anthology of her thinking on economic life. She was busy
choosing excerpts from a lifetime of writing and thinking on the nature
of economies and cities, seeking through hindsight the coherence in
insights she described as “accidental” (but that seemed to me anything
but).

Tomorrow, on the anniversary of her birth in 1916, it’s Jane Jacobs
Day in Toronto, but her influence has reached much farther than her
adopted city. Ms. Jacob was vitally important in explaining what makes
great urban neighbourhoods. As an activist, she stood up to New York
City planner Robert Moses and helped to stop neighbourhood demolitions
in Greenwich Village, Toronto and elsewhere.

Always her own woman, she had a different notion about how she
wanted to be remembered. As she explained to reporter Bill Steigerwald
in 2001: “The most important thing I’ve contributed is my discussion of
what makes economic expansion happen. This is something that has
puzzled people always. I think I’ve figured out what it is. Expansion
and development are two different things. Development is
differentiation of what already existed. Practically every new thing
that happens is a differentiation of a previous thing, from a new shoe
sole to changes in legal codes. Expansion is an actual growth in size
or volume of activity.”

In all her work, most pointedly in the didactic dialogue of The Nature of Economies,
Ms. Jacobs brought new angles to bear on the logic of growth. She
looked to nature and ecologies for her insights, as well as the
streetscapes and people around her, and took on the giants of the
dismal science with zeal.

Adam Smith argued in The Wealth of Nations that
specialization, efficiency and division of labour are the cornerstones
of modern economic growth. Later, David Ricardo’s theory of comparative
advantage argued that not just firms but countries gain advantage by
specializing in certain kinds of economic activity.

Ms. Jacobs agreed that specialization has its uses, but she focused
on an even more fundamental source of economic growth – or what she
terms expansion. Like the great economist Joseph Schumpeter, she
emphasized the critical importance of innovation and entrepreneurship.
In her eyes, the prospect of new types of work and new ways of doing
things drove large-scale economic expansion.

But where most economists located momentum in great companies,
entrepreneurs and nation states, Ms. Jacobs presciently identified
great cities as the prime motor force. Companies come under
extraordinary pressure to specialize – to do things more cheaply,
efficiently and uniformly. But cities are host to a wide variety of
talents and specialties, the broad diversity of which is a vital spur
to creating things that are truly new.

In The Economy of Cities, Ms. Jacobs wrote: “The diversity,
of whatever kind, that is generated by cities rests on the fact that in
cities so many people are so close together, and among them contain so
many different tastes, skills, needs, supplies, and bees in their
bonnets.”

Along the way, she also refuted the long-standing theory that cities
emerged only after agriculture had paved the way for them. Productivity
improvements in agriculture, she pointed out, always originated in
cities before being adopted in rural areas.

Ever since Alfred Marshall’s seminal writings, economists have
thought of cities as clusters, or “agglomerations,” of firms, factories
and industries. Ms. Jacobs turned this notion on its head, arguing that
the true power of cities comes from their people. This human clustering
makes each who reside in it more productive, which in turn makes the
place they inhabit much more productive. Our collective creativity and
economic wealth grow accordingly.

In his essay on the “mechanics of economic development,” the Nobel
Prize-winning economist Roger Lucas of the University of Chicago wrote:
“I will be following very closely the lead of Jane Jacobs, whose
remarkable book, The Economy of Cities, seems to me mainly and
convincingly concerned … with the external effects of human capital.”
He later dubbed the clustering of human capital a “Jane Jacobs
externality” and added that her insights were so fundamental that Ms.
Jacobs – neither a trained economist nor a college graduate – deserved
the Nobel Prize in economics.

I’ll go one further. Ms. Jacobs stands without equal as the single
greatest economic and social thinker of our time. I learned the secret
of her genius when I had the privilege of spending time in her home in
the Annex area of Toronto and sharing the podium with her at an event
in the city’s Distillery District.

Ms. Jacobs cautioned me never to be blindsided by overly academic
theorizing, but to keep my eye on our shared human reality. That is
exactly what she did – trained her keen powers of observation on “just
everyday life.” More than anyone else, she was able to distill the very
essence of our greatest achievement as human beings: our cities, and
the way they shape our economy and society.

Richard Florida is the author of Who’s Your City and director of the Martin Prosperity Institute at the University of Toronto.

Aleem Kanji
by Aleem Kanji
Wed May 7th 2008 at 5:30pm UTC

Location and R&D

Wednesday, May 7th, 2008

Location as it relates to research and development increasingly matters – although you can’t ignore talent in other places.  Find out why and how this affects BlackBerry (aka CrackBerry) maker – Research In Motion.

Aleem Kanji

Richard Florida
by Richard Florida
Wed May 7th 2008 at 6:38am UTC

Health and the ‘Hood

Wednesday, May 7th, 2008

Where you live shapes health as well as economic and social outcomes according to this new study (via Freakonomics):

people who live near an abundance of fast-food restaurants and convenience stores
compared to grocery stores and produce vendors, have a significantly
higher prevalence of obesity and diabetes regardless of individual or
community income.

Richard Florida
by Richard Florida
Tue May 6th 2008 at 6:27pm UTC

Proximity Matters

Tuesday, May 6th, 2008

Google CEO Eric Schmidt tells Business Week (via CEOs for Cities).

A problem that we face now is that we have people in multiple sites.
It’s a problem that everybody faces, but we’re going to face it bad. We
have, like, 50 locations … The best programming team is a “telephone call,” which is two
people, you and I, programming together. The second-best programming
team is, everybody fits into a single room. All other variants are bad.

Richard Florida
by Richard Florida
Tue May 6th 2008 at 6:17pm UTC

Lumpy World

Tuesday, May 6th, 2008

Ryan Avent writes:

A while back, Richard Florida took
to the Wall Street Journal to explain why he thought that mega-regions
(the Washington-Boston corridor, for instance) were relevant units for
economic analysis and policy making. Paul Krugman disagreed …  I pointed out, at the time, that this contradicted Krugman’s own (excellent) work on economic geography …

Well, today I have additional support for my argument, courtesy of … Paul Krugman:

Our conversation concerned an empirical problem with the
Eaton-Kortum model of international trade, which was the basis of the
big lecture.

E-K attempts to explain an empirical relationship known as the
gravity equation, which says that the volume of trade between any two
countries is proportional to the product of their GDPs, and inversely
related to the distance between them. It’s an elegant model — I wish
I’d come up with it, which is the highest form of praise — but has one
implication that just isn’t true: it says that a country like China
should export a wider range of products to a small country, like
Ecuador, than it does to a big country, like the US. Why? Because
Ecuador, being small, probably has fewer industries that are
cost-competitive with Chinese exports. In fact, however, China seems to
export a wider range of stuff to bigger economies.

A possible explanation is the lumpiness of transport costs: there
are more container ships heading from China to US ports than to
Ecuadorian ports, so that it’s worth sending over a bigger range of
stuff. It’s like the reason there are fewer food choices in
supermarkets on St. Croix (where we spent our last vacation) than in
New Jersey — there’s just one boat with groceries coming over every
once in a while, so you can’t keep, um, arugula in stock.

In other words, distance absolutely matters. What’s more, infrastructural connections really matter. If the Northeastern corridor is tightly linked by road and
rail, then trade volumes between places within that corridor are likely
to exceed those predicted by a simple gravity model (which itself
should predict that distance is a good indicator of trade volumes).

Richard Florida
by Richard Florida
Tue May 6th 2008 at 9:23am UTC

The Hour/ The Agenda

Tuesday, May 6th, 2008

Here’s a clip from my appearance on CBC’s The Hour.

Click here for a clip of me on The Agenda (h/t: Matt).

Richard Florida
by Richard Florida
Mon May 5th 2008 at 12:20pm UTC

The Creative Corporation

Monday, May 5th, 2008

In every single speech I make, I say Toyota, not Google or Apple, is the single best example of the creative company.  Nearly 15 years ago, I wrote a book on this with Martin Kenney. James Surowiecki makes the case ever more succinctly in his latest New Yorker column:

But if Toyota doesn’t look like an innovative
company it’s only because our definition of innovation—cool new
products and technological breakthroughs, by Steve Jobs-like
visionaries—is far too narrow. Toyota’s innovations, by contrast, have
focussed on process rather than on product, on the factory floor rather
than on the showroom. That has made those innovations hard to see. But
it hasn’t made them any less powerful.

At the core of the company’s success is the Toyota Production
System, which took shape in the years after the Second World War, when
Japan was literally rebuilding itself, and capital and equipment were
hard to come by. A Toyota engineer named Taiichi Ohno turned necessity
into virtue, coming up with a system to get as much as possible out of
every part, every machine, and every worker. The principles were
simple, even obvious—do away with waste, have parts arrive precisely
when workers need them, fix problems as soon as they arise. And they
weren’t even entirely new—Ohno himself cited Henry Ford and American
supermarkets as inspirations. But what Toyota has done, better than any
other manufacturing company, is turn principle into practice. In some
cases, it has done so with inventions, like the andon cord, which any worker can pull to stop the assembly line if he notices a problem, or kanban,
a card system that allows workers to signal when new parts are needed.
In other cases, it has done so by reorganizing factory floors and
workspaces in order to allow for a freer and easier flow of parts and
products. Most innovation focusses on what gets made. Toyota reinvented
how things got made, which enabled it to build cars faster and with
less labor than American companies.

But there’s an enigma to the Toyota Production System: although the
system has been widely copied, Toyota has kept its edge over its
competitors. Toyota opens its facilities to tours, and even embarked on
a joint venture with G.M. designed, in part, to help G.M. improve its
own production system. Over the years, more than three thousand books
and articles have analyzed how the company works, and things like andon
systems are now common sights on factory floors. The diffusion of
Toyota’s concepts has had a real effect; the auto industry as a whole
is far more productive than it used to be. So how has Toyota stayed
ahead of the pack?

The answer has a lot to do with another distinctive element of
Toyota’s approach: defining innovation as an incremental process, in
which the goal is not to make huge, sudden leaps but, rather, to make
things better on a daily basis. (The principle is often known by its
Japanese name, kaizen—continuous improvement.) Instead of
trying to throw long touchdown passes, as it were, Toyota moves down
the field by means of short and steady gains. And so it rejects the
idea that innovation is the province of an elect few; instead, it’s
taken to be an everyday task for which everyone is responsible.
According to Matthew E. May, the author of a book about the company
called “The Elegant Solution,” Toyota implements a million new ideas a
year, and most of them come from ordinary workers. (Japanese companies
get a hundred times as many suggestions from their workers as U.S.
companies do.) Most of these ideas are small—making parts on a shelf
easier to reach, say—and not all of them work. But cumulatively, every
day, Toyota knows a little more, and does things a little

They’re also phenomenally difficult to duplicate. In
part, this is because most companies are still organized in a very
top-down manner, and have a hard time handing responsibility to
front-line workers. But it’s also because the fundamental ethos of kaizen—slow
and steady improvement—runs counter to the way that most companies
think about change. Corporations hope that the right concept will turn
things around overnight. This is what you might call the crash-diet
approach: starve yourself for a few days and you’ll be thin for life.
The Toyota approach is more like a regular, sustained diet—less
immediately dramatic but, as everyone knows, much harder to sustain. In
the nineteen-nineties, a McKinsey study of companies that had put
quality-improvement programs in place found that two-thirds abandoned
them as failures. Toyota’s innovative methods may seem mundane, but
their sheer relentlessness defeats many companies. That’s why Toyota
can afford to hide in plain sight: it knows the system is easy to
understand but hard to follow.